John Haarhoff Email & Phone Number

Perth, Western Australia, Australia

Responsible for the Health Safety and Environment for Konecranes and Demag ISE Operations in Pacific Region. This includes ISO 45001 Certification as well as preparation for ISO 14001 Certification in 2023.

Perth, Western Australia, Australia

Responsible for Konecranes Service Operation in WA and NT.

Johannesburg Area, South Africa

On the 4th January 2017, the global sale of the Material Handling (Demag) and Port Solutions division of TEREX to Konecranes PLC was concluded. A busy year of integration has seen me appointed as Konecranes Director: Industrial Cranes which is the combination of the Demag Cranes and Konecranes operations in South Africa. My role is to complete the integration of the two crane building operations and to oversee the sales and manufacturing operations going forward. We have already integrated the Konecranes Alrode facility into the Demag Boksburg facility where both brands are now manufactured. The combined new equipment sales are expected to exceed R240m with a staff compliment of roughly 75. Until such time as the legal integration of the two legal entities is concluded I will also fulfill the role of Managing Director: MHPS (Pty) Ltd.

Johannesburg Area, South Africa

From 1 February 2016 I was appointed Managing Director: TEREX MHPS (Pty) Ltd. TEREX Material Handling and Port Solutions was the division responsible the sales and manufacture of Demag Cranes and Components (Material Handling) and the Gottwald and Noell Port Solutions Brands and the corresponding Aftersales operations on South Africa. The combined operation achieved roughly R280m in Sales with a total staff compliment of approximately 190. From the 4th January 2017, Konecranes PLC globally acquired the Material Handling and Port Solutions divisions from TEREX Corporation in a move which will see Konecranes further cement its positions as a the number 1 global provider of material handling and port equipment solutions. Although I have subsequently been appointed Director: Industrial Cranes I still retain my role as Managing Director: MHPS (Pty) Ltd until such time as the legal integration of the local entities in completed.

Aeroton, Johannesburg

With the aim of growing the size and scale of my responsibilities, I have taken on the role of Plant Manager of Frigoglass South Africa. I am now responsible for leading a Plant employing more than 230 employees generating turnover well in excess of R300 million.

Robertsham, Johannesburg

As Managing Director I was fully responsible for the day to day operations and strategic direction at John Moffat Prolock a company comprising roughly 110 employees and generating a turnover of R60 million. As part of my job I reported to the board of directors on my strategic plans for the business and the impact these would have on the financial performance and other aspects. I leaded a team of specialists responsible for Production, Purchasing, Sales, Marketing, Finance, IT and Quality. As part of the business's growth strategy we are currently engaged in a number of JV's with the aim of expanding the products delivered into the mining and automotive industries.

Robertsham

In my first year at John Moffat Prolock I was appointed as an MD Designate initially with a responsibility for overall Marketing and Sales. Initial challenges experienced were to stabilise a Sales workforce decimated by staff turnover and to provide impetus to sales which had stagnated. It also required me to breathe new life into a number of key long term projects and embark on the first forays into the automotive industry.

My current role is a highly strategic one which leverages my broad experience and my ability to deal with complex problem solving. My function means that I work closely with the Managing Director and other members of the Management Board of BMW SA on a wide range of strategic issues. Building on my previous role as “Business Analyst” in Procurement I am involved with the drawing up of a proposal for the doubling of BMW SA’s Component Export. Plant Rosslyn “Cost Parity” calculations as well as a comprehensive turn-around strategy for Procurement are other functions which I am leading. My role also brings me in contact with various Government Departments including the Department of Trade and Industry (dti) and the Department of Minerals and Resources (dmr) and I have established several beneficial relationships there. I have also carried over the role of OEM Council Component Export Team Leader which keeps me in touch with developments in the broader Automotive Supplier Industry.

After my turn-around role in the Offline I was requested to gain greater understanding of another area of major concern to BMW SA’s Management Board namely the local Procurement function. To this end I was integrated for a year in this division ostensibly in the role of “Business Analyst”. In reality however the move was so that I could gain understanding of the inner workings of the area as a precursor to developing a strategy to turn the area around. In my time in Procurement I performed the following tasks: Cost engineering (business case analysis) for current and future BMW 3 Series vehicles including ROI and Cost Parity assessments, and supplier development through VPS (BMW’s Lean Manufacturing Program) roll-out at component suppliers. Finally I was BMW’s OEM Representative on the OEM Purchasing Council, as well as the EE Team Leader tasked with developing the local South African Electrical/Electronic Component Supplier base. My ability to quickly understand the new environment meant that I became a consistent member of this circle of OEM Purchasing Heads despite having less than 6 months exposure to the procurement function.

The Offline Production area had become widely regarded as the problem child of the Rosslyn Plant and I was approached early in 2006 to turn the area around. It provided me the opportunity to gain direct production management experience and to lead a larger group of employees. Initially the section consisted of 5 direct reports and 190 supervisors, artisans and hourly associates and I immediately began the implementation of process improvement aimed at significantly improving efficiency and effectiveness of the area. These actions resulted in a greater than 50% reduction of operating costs, headcount and floor space as well as more than 70% improvement in quality of output – all achieved in 3 years. I also occupied the position of VPS Project Leader of Assembly Plant aimed at implementing Lean Manufacturing principles in the division. Sustainability of my actions was extremely important to me and thanks to measures put in place the area has continued to develop and has set new benchmarks for efficiency and quality – headcount now stands at just 57 total and all other operating metrics have continued to show significant improvement.

Diploma, Workplace Health And Safety

Masters Of Commerce, Business Management

Bachelors Of Science Engineering, Mechanical

BSc Mechanical Engineering